Evolution of Labor-Management Relationships

7 Oct No Comments

Evolution of Labor-Management Relationships

Over the next 20 years, labor-management relationships will vastly improve in comparison to how they are today. There seems to be a great divide between employer and employee and I think companies are beginning to focus on a balance between the two. Most large companies can see a high employee turnover rate that is a loss to the company and also a loss to the employee. I can see companies allowing employees to play much larger roles rather than just that one specific role as the employee. Employers will start giving different roles and assignments to the employees on a rotating basis so they can understand all aspects of the business. Management will also take on employee roles to maintain a better connection and understanding of what it actually takes to do the job. So maybe, both employer and employee will have rotating schedules and roles throughout the company to better understand each other. The thought process is to increase productivity, reduce employee turnover, promote morale, and increase revenue.

Use the four criteria mentioned in the introduction of this chapter to evaluate the strength of a labor organization and discuss why the AFL survived and the IWW faded into obscurity.

Four criteria:

1-A labor organization’s structural and financial stability.

The AFL utilized economic pressure tactics and worked within a small group as opposed to the larger unstable group, IWW. The AFL’s organizational structure consisted of the two principles being exclusive unionjurisdiction and decentralized authority. The IWW consisted of members that were financially unstable.

2-Its ability to work within the established political and economic system, particularlythe wage system.

The AFL was able to work within the current political system and did not want to create a third party because it was feared the time used to create a third party would take away from collective bargaining.

3-The degree to which the broader social environment, such as laws, media, and publicopinion, is supportive or opposed to a labor organization’s goals and tactics.

The AFL worked with the National Civic Foundation to promote industrial peace.

4-The ability of union leaders to identify and satisfy members’ goals and interests




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